亚博vip反水连接的规划盾牌在不稳定的商业环境中遭受意外的范围

A roof’s job is simple: Keep the weather out. But the roofing business is far from simple. Consider Onduline, a worldwide leader in lightweight roofing systems: The Paris-based company runs eight factories on four continents, operates 32 commercial subsidiaries in 43 countries, and produces 150 million square meters (1.6 billion square feet) of material each year.

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External pressures compound this complexity: The business is highly seasonal, with manufacturing concentrated in early months of the year and sales occurring mostly in spring and summer. Onduline’s products are sold through multiple channels, including home improvement stores and wholesale to the trades. Also, the business is subject to currency and commodity volatility, particularly since the 2007–2008 financial crisis.

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In this environment, Onduline needed a solution to enable leaders to analyze, plan, and report on the business in every country where it operated, and that facilitated information exchange between business units and up to corporate. Furthermore, they wanted a solution that was collaborative, agile, and simple to use.

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Onduline chose Anaplan. Their initial implementation in 2016 supported budgeting and planning for the entire company, including subsidiaries and factories around the world. Two years later, Onduline expanded into end-to-end sales and operations planning (S&OP) to gain a consolidated view of global inventory and production by approximately 2,500 SKUs and by month.

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Today, country managers forecast monthly sales and purchases in Anaplan. Their forecasts, in turn, drive production at manufacturing plants. “It’s better to know in advance what the market wants to buy than to manufacture something you’re then forced to sell,” Firth says. “With Anaplan, that’s easy to do.” Production plans must account for multiple variables including commodity prices, currency exchange rates, labor costs, geography, and the specific capabilities of each factory.

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In turn, comprehensive financial metrics—including revenue, margin, profit before tax, balance sheet, and cashflow—are available at the end of every month. Planning is collaborative, and execution can be fine-tuned at corporate, market, and country hierarchies. “Thanks to precisely defined KPIs, we can effectively monitor activities and results at any level with Anaplan,” Firth says. Those KPIs include contribution to gross margin by market and product; days sales outstanding (DSO) by market and region; average selling price (ASP) by market, channel, and product; and days inventory outstanding (DIO) by country.

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In addition to tracking the here and now, Onduline uses Anaplan to run “what-if” scenarios—for example, to see how currency or raw materials fluctuations might affect earnings. And they’ve gained agility to respond to disruptive events: When the Coronavirus emerged in early 2020, the company quickly adjusted its reporting cadence. “Our CEO wanted weekly sales, inventory, and cashflow reports,” Firth recalls. “It was very easy for us to develop them ourselves, without a consultant.” Moving from monthly to weekly reporting enabled Onduline’s leaders to make better decisions on when to slow, pause, and restart production as regional economies weakened and recovered.

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This ability to monitor the business and act quickly is essential for success in today’s volatile business climate. Fortunately, as Firth says, “Anaplan makes a world of difference to Onduline.”

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A roof’s job is simple: Keep the weather out.但是屋顶业务远非简单。考虑一下轻巧屋顶系统的全球领导者Onduline：这家总部位于巴黎的公司在四大洲运营八个工厂，在43个国家 /地区经营32个商业子公司，每年生产1.5亿平方米（16亿平方英尺）的材料。

外部压力加剧了这种复杂性：业务是高度季节性的，制造业集中在当年的早期，销售主要发生在春季和夏季。Onduline的产品通过多个渠道出售，包括家庭装修商店和交易批发。此外，该业务受到货币和商品波动的影响，特别是自2007 - 2008年金融危机以来。

In this environment, Onduline needed a solution to enable leaders to analyze, plan, and report on the business in every country where it operated, and that facilitated information exchange between business units and up to corporate. Furthermore, they wanted a solution that was collaborative, agile, and simple to use.

onduline选择了Anaplan。他们在2016年的最初实施支持了整个公司的预算和计划，包括全球的子公司和工厂。两年后，Onduline扩展到端到端的销售和运营计划（S＆OP），以将全球库存和生产的合并视图提高到大约2500个SKU，并按月按月。

如今，国家经理预测在Anaplan的每月销售和购买。他们的预测反过来推动了制造工厂的生产。Firth说：“最好事先知道市场想要购买的东西，而不是制造当时被迫出售的东西。”“有了阿纳普兰，这很容易做到。”生产计划必须考虑多个变量，包括商品价格，货币汇率，劳动力成本，地理位置以及每个工厂的特定功能。

反过来，在每个月底都可以使用全面的财务指标，包括收入，利润，税前利润，资产负债表和现金流。计划是协作的，并且可以在公司，市场和国家层次结构进行微调。Firth说：“由于精确定义的KPI，我们可以通过Anaplan有效地监视活动和结果。”这些KPI包括按市场和产品对毛利率的贡献；按市场和地区划分的日期销售（DSO）；按市场，渠道和产品按平均销售价格（ASP）；以及按国家 /地区未偿还的日期库存（DIO）。

除了跟踪此处和现在，Onduline还使用Anaplan来运行“假设”方案，例如，查看货币或原材料的波动如何影响收益。他们已经敏捷地应对破坏性事件：当冠状病毒在2020年初出现时，该公司迅速调整了其报告节奏。Firth回忆说：“我们的首席执行官希望每周销售，库存和现金流报告。”“没有顾问，我们很容易自行发展它们。”从每月到每周的报告，随着区域经济削弱和康复，onduline的领导者何时放慢，停顿和重新启动生产做出更好的决定。

这种监控业务和迅速行动的能力对于当今动荡的业务环境中的成功至关重要。亚搏彩票手机版免费下载幸运的是，正如Firth所说，“ Anaplan对on粉有所不同。”